Analysis of the Effect of Interpersonal Communication on the Performance of Woman Seafarers

2021 ◽  
Vol 1 (4) ◽  
pp. 69-79
Author(s):  
A. Chalid Pasyah ◽  
Suhartini ◽  
Pratiwi Pramono
Keyword(s):  
Organizational Performance ◽  
Interpersonal Communication ◽  
Social Relations ◽  
Employee Performance ◽  
Shipping Industry ◽  
Improve Performance ◽  
Communication Problems ◽  
Participation Of Women ◽  
Strategic Approach ◽  
Board Ship

Communication is an absolute necessity in an organization including on board ship because communication can strengthen, unite, or separate the community in its environment. If communication goes well and fun, then employees will be able to work well too, so that organizational performance will be better. Conversely, if communication is not good, it will cause bad social relations, authoritarian attitudes, indifference, and even prolonged conflict. Communication has a very important influence on employee performance. One type of communication that is very important is interpersonal communication, or direct interpersonal communication, both verbal and nonverbal. Communication maintains motivation by explaining to employees what to do, how well they are doing it and what can be done to improve performance if it is below standard.When carrying out the sea-training on board ship, the researcher found communication problems between crew members including a woman seafarerand a foreign Second Officer (WNA), causing disruption of their interpersonal communication. Currently, woman seafarers represent only 2% of the total 1.2 million seafarers in the world and from this 2%, 94% of women seafarers work in the shipping industry. In this man-dominated industry, IMO has made concerted efforts to help the industry move forward and support women to achieve representation that matches the expectations of the 21st century. IMO has taken a strategic approach to increasing the contribution of women as key maritime stakeholders. IMO continues to support the participation of women in positions based on land and at sea.This research was conducted to determine and analyze how good and effective interpersonal communication skills and skills are able to create a conducive work environment and improve the performance of woman seafarers who work on boats.

scholarly journals How to Improve Performance?

2019 ◽  
Vol 8 (3S2) ◽  
pp. 625-629
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Latent Variables ◽  
Structural Equation ◽  
Quantitative Research ◽  
Work Motivation ◽  
Employee Performance ◽  
Employee Motivation ◽  
Equation Modeling ◽  
Improve Performance

Employee performance is the most important factor for the organization, because employee performance greatly determines organizational performance, therefore employee performance must be improved. The purpose of this study was to determine the effect of Competence on employee work motivation, Organizational Culture on employee work motivation, Competence and Organizational Culture Employee motivation, Competence on employee Performance, Organizational Culture on Employee Performance, Motivation on Employee Performance, Competence on Employee Performance through Motivation as an intervening variable, Organizational Culture of Employee Performance through Motivation as an intervening variable, Competence and Organizational Culture on Employee Performance, Competence and Organizational Culture on Employee Performance through Motivation as an Intervening Variable. This type of research is descriptive quantitative research. The population of this research is employees of PT. PBI as many as 250 people with a sample of 154 people. PT. PBI one of manufacturing company in Batam City. Data analysis techniques using Structural Equation Modeling. The results of this study are as follows; Effect of Competence on latent variables Motivation has an effect but not significant. Effect of Organizational Culture on Motivation. Competence towards Motivation has no significant effect, Organizational Culture on Motivation has a significant effect. Competence has a significant effect on performance. Organizational culture has no significant effect on performance. Competence, Organizational Culture has no significant effect on performance. Motivation has no significant effect on performance. Competence has a significant effect on employees. Organizational culture has no significant effect on employee performance.

scholarly journals Komunikasi Interpersonal di PT. Perkasa Internusa Mandiri Medan

2017 ◽  
Author(s):  
Ester Hervina Sihombing
Keyword(s):  
Interpersonal Communication ◽  
Employee Performance ◽  
Important Influence ◽  
Improve Performance ◽  
Face To Face ◽  
Absolute Necessity

Communication is an absolute necessity in the organization because communication can determine the communication would strengthen, unite or otherwise separate communication. In terms of communication among employees and leaders, if the communication that occurs either the employee will be able to acquire and develop the task in hand, so that the level of performance of an organization / company become better. Conversely, if there is poor communication due to good relations, authoritarian or indifferent attitude, disagreements or prolonged conflict, and so on. Communication has a very important influence on employee performance. Communication maintain the motivation to deliver information to employees about what to do, how well they are doing and what can be done to improve performance. One type of communication that is very important is the interpersonal communication, or communication that occurs between some personal face-to-face that allows ongoing verbal and nonverbal responses directly. In operation, the communication takes place on a reciprocal basis and produce feed back directly in response to a message. declared effective interpersonal communication when meeting communication is fun for the communicant so that if good interpersonal communication that occurs then the employee will be able to acquire and develop the task in hand, so that the level of performance of an organization become better.

scholarly journals KOMUNIKASI INTERPERSONAL KARYAWAN PADA PELANGGAN DALAM MEMBERIKAN SERVICE EXCELLENT DI PT ZOOM & WATCH BINTARO

2020 ◽  
Vol 7 (2) ◽  
pp. 100
Author(s):  
Annie Rufeidah ◽  
Katry Anggraini ◽  
Indri Lestari
Keyword(s):  
Data Collection ◽  
Foreign Language ◽  
Interpersonal Communication ◽  
Employee Performance ◽  
Service Employees ◽  
Face To Face ◽  
Communication Problems ◽  
Excellent Service ◽  
Flow Through ◽  
A Company

ABSTRAK- Komunikasi Interpersonal terjadi tatap muka secara langsung, pesan tersebut melalui saluran antar personal, terjadinya adanya persaingan ketat pada berbagai bidang menjadikan pekerjaan di dalamnya selalu menginginkan yang terbaik untuk orang lain, terutama mengenai service excellent. Dalam upaya pencapaian keberhasilan suatu perusahaan tidak hanya dipengaruhi besarnya dana, penggunaan teknologi, maupun sarana dan prasarana, yaitu faktor sumber daya manusia. Pendidikan dan pelatihan sangat penting bagi karyawan dalam mengatasi permasalahan komunikasi pada pelanggan seperti pengetahuan, keterampilan, dan sikap, sehingga tidak adanya kesenjangan antara karyawan satu dengan karyawan lainnya begitu pula pada pelanggan untuk menghindari ada terjadinya masalah atau komplain. Penelitian ini memiliki 2 (dua) tujuan adalah untuk mengetahui komunikasi interpersonal karyawan dalam memberikan service excellent di PT Zoom & Watch Bintaro dan untuk mengetahui cara mengatasi hambatan yang terjadi dalam service excellent kepada pelanggan PT Zoom & Watch Bintaro. Teknik dalam mengumpulkan data melalui pendataan dilakukan secara langsung dan pengumpulan data dilakukan secara tertulis. Karyawan berkomunikasi dengan pelanggan dapat berbagai cara, tetapi secara umum komunikasi pada dua arah antara perusahaan dengan pelanggan dapat dengan tatap muka langsung atau face to face, melalui telepon, dan lewat surat/email/fax/tertulis. Cara mengatasinya karyawan harus bisa menjelaskan informasi sesuai dengan pertanyaan si pelanggan, melakukan verifikasi dengan permasalahan yang dikeluhkan dan umpan balik yang tepat terhadap pelanggan dan sebaiknya perusahaan melakukan pelatihan khusus mengenai pelatihan bahasa asing dasar secara berkala untuk karyawan, agar mengoptimalkan kinerja karyawan dalam berbicara bahasa asing. Kata-kata Kunci: Komunikasi Interpersonal, Service Excellent, Karyawan, dan Pelanggan.  ABSTRACT- Interpersonal communication takes place in face-to-face contact, where messages flow through interpersonal channels. Very tight competition in various fields of work makes the work involved in it want to provide the best for others, especially with the problem of providing excellent service. The success of a company is certainly not only determined by the amount of funds owned, the technology used, or the facilities and infrastructure, but the most important thing is the human resource factor. Education and training are very important for employees in overcoming communication problems with customers such as knowledge, skills and attitudes, so that there is no gap between one employee and another employee as well as the customer to avoid any problems or complaints. This study has 2 (two) objectives to find out employee interpersonal communication in providing excellent service at PT Zoom & Watch Bintaro and to find out how to overcome obstacles that occur in excellent service to customers of PT Zoom & Watch Bintaro. The technique in collecting data through data collection is done directly and data collection is done in writing. Employees communicate with customers in many ways, but in general two-way communication between the company and its customers can be classified as: direct contact or face to face, by telephone, and by letter / email / fax / written. How to overcome them employees must be able to explain information in accordance with the customer's questions, verify with the complaints and complaints appropriate to the customer and the company should conduct special training on basic foreign language training on a regular basis for employees, in order to optimize employee performance in speaking a foreign language. Keywords: Interpersonal Communication, Excellent Service, Employees, and Customers

PENGARUH MOTIVASI KERJA, KOMUNIKASI INTERPERSONAL DAN BUDAYA ORGANISASI TERHADAP KINERJA GURU (STUDI KASUS DI SMPN 5 PARIAMAN)

2020 ◽  
Author(s):  
Hasnah Mila
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Interpersonal Communication ◽  
Work Motivation ◽  
Employee Performance ◽  
High Reliability ◽  
Eligibility Criteria ◽  
Validity Test ◽  
Independent Variable ◽  
Performance Teachers

The independent independent variables in this study are Work Motivation, Interpersonal Communication and Organizational Culture while the dependent variable is the Performance Teachers and Employees SMPN 5 Pariaman. The sample used in this study as many as 32 respondents determined by using saturated samples. To know the influence of independent variable to dependent variable partially, used t test. While to know the effect of independent variable to dependent variable simultaneously, used F test. The assumption used in the validity test is if R-count> R-table item is declared valid. The R-arithmetic shown in the table above, from each item indicates that R-arithmetic> R-table so the item is declared valid. Based on the validity test of Work Motivation instrument, Interpersonal Communication and Organizational Culture on Teacher and Employee Performance, all items are declared valid and reliability test results indicate that the instrument has high reliability. This means that the eligibility criteria Instrument Motivation Work, Interpersonal Communication and Organizational Culture on Performance Teachers and Employees have met the criteria of good instrument requirements, namely valid and reliable. Regression analysis results obtained t count = 2.550 while t table = 2.042 so thitung> ttable and significance value is 0.000, this value is smaller than α = 0,05 so it can be said that motivation factor (X1) (Y) Regression analysis results obtained t count = 1.076 while the value of t table = 2.042 so that tcount < ttable or and its not significance value is 0.000, this value is smaller than α = 0,05, and proved variable of Interpersonal Communication (X2) (Y) Regression analysis results obtained t count = 1.715 while the value of t table = 2.042 so thitung< ttable and its not significance value is 0.000, this value is smaller than α = 0,05, and proved Organizational Culture variable (X3) The value of correlation coefficient (R) turns out that the correlation is positive. This means that there is a strong one-way relationship, where the change of increment that occurs in the free factor of Work Motivation, Personal Communication and Organizational Culture is accompanied by the change of the bound factor increase that is Teacher Performance (Y).

Value and motivational aspects of employee personality in the monetary and financial sector

2019 ◽  
pp. 95-101
Author(s):  
D. V. Vel’misova
Keyword(s):  
Organizational Performance ◽  
Labor Relations ◽  
Employee Performance ◽  
Group Analysis ◽  
Financial Sector ◽  
Employee Motivation ◽  
Semantic Space ◽  
Value Systems ◽  
Professional Activity ◽  
Professional Qualification

The presented study examines the value and motivational aspects of employee personality in the monetary and financial sector in 2017–2019.Aim. The study aims to perform a sociological analysis of value and motivational aspects and to substantiate their regulatory role in improving employee performance in the monetary and financial sector.Tasks. Based on the proposed methodology for the diagnostics of the value and motivational aspects of employee personality in the monetary and financial sector, the author performs an empirical analysis of the professional activity of different employee categories, identifies the major orientations and preferences, and develops a five-step plan to improve employee motivation in professional activity.Methods. The theoretical and methodological basis of this study includes findings of Russian and foreign authors in the field of value systems, motives, personal priorities, their formation, dynamics, and impact on individual and social development.Results. The study determines the essence of value and motivational aspects; develops a refined methodology for the diagnostics of the value and motivational aspects of employee personality in the monetary and financial sector; performs a comparative analysis of value and motivational aspects, including detection of statistically significant differences depending on employee affiliation with professional qualification and status groups; identifies patterns in the dynamics of the value-semantic space of monetary and financial organizations in the field of social and labor relations.Conclusions. The main conclusion to be drawn from this study is that the structure of value and motivational aspects, which are an attribute of the quality and performance of employee labor in the monetary and financial sector, differs significantly depending on employee affiliation with a certain status or professional qualification group. Analysis, modeling, and monitoring of the value and motivational aspects that characterize certain social and professional roles, interpretation of this information and its application in the regulation of social and labor relations are the crucial componentsof management of labor quality and organizational performance. 

Thoughts on How Construction Enterprises Improve Performance Management

2013 ◽  
Vol 456 ◽  
pp. 631-635
Author(s):  
Jian Lin Zuo
Keyword(s):  
Performance Evaluation ◽  
Performance Management ◽  
Employee Performance ◽  
Paper Briefly ◽  
Improve Performance ◽  
Index Method ◽  
Construction Enterprises ◽  
Key Performance Index ◽  
Performance Indexes ◽  
Level Performance

This paper briefly introduces several problems of employee performance management in construction enterprises in China, including taking performance evaluation as performance management, being lack of consistent bidirectional communications, one-sided use of results of performance evaluation, malposition of evaluators, psychological disadvantages and barriers of evaluated people and so on; the paper also provides measures including enhancing publicity on purposes and significance of performance management for employees of construction enterprises, utilizing all-round key performance index method to decompose employee-level performance indexes, enhancing communications on performance, and using results of performance evaluation in a scientific way, in order to improve performance management of construction enterprises. This research conclusion can play a role in guiding improvement of performance management of construction enterprises.

scholarly journals The Influence of Leadership Style, Competency and Compensation on Employee Performance and Its Impact on Organizational Performance in Kementerian Pertanian

FOCUS ◽  
2020 ◽  
Vol 1 (1) ◽  
pp. 28-42
Author(s):  
Sugito Efendi ◽  
Suwardi Suwardi
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Structural Equation ◽  
Research Method ◽  
Quantitative Methods ◽  
Employee Performance ◽  
Equation Modeling ◽  
Survey Method ◽  
Directorate General ◽  
The Impact

This study aims to analyze the influence of leadership style, competence, compensation on employee performance and the impact on organizational performance on the employees of the Directorate General of Agricultural Infrastructure and Facilities. This study used a survey method by distributing questionnaires to employees of the Directorate General of Agricultural Infrastructure and Facilities. As the respondent. This research method uses quantitative methods with technical analysis of Structural Equation Modeling (SEM) with the AMOS version 22 application. The research sample used in this study were 158 respondents. The results showed that leadership style, competence and compensation directly had a positive and significant effect on employee performance. Leadership style, competence and compensation directly have a positive and significant effect on organizational performance. Leadership style, competence and compensation indirectly have a positive and significant effect on organizational performance through employee performance.

scholarly journals Characteristic of Islamic Organizational Culture as An Effort to Improve Performance at University of Muhammadiyah Malang

2021 ◽  
Vol 5 (1) ◽  
pp. 79-88
Author(s):  
Sri Budi Cantika Yuli
Keyword(s):  
Organizational Culture ◽  
Qualitative Method ◽  
Management Practices ◽  
Employee Performance ◽  
Conscious Experience ◽  
Organization Culture ◽  
Research Subjects ◽  
Improve Performance ◽  
Technical Leadership ◽  
Personal Capital

This study aims to reveal the characteristics of Islamic organizational culture at University of Muhammadiyah Malang as an effort to improve employee performance. This study uses qualitative method by applying phenomenology approach. It is conducted by examining the experience realized by the informant (conscious experience) and the instruments of data collection are interviews, observation, and documentation so that researchers can obtain more complete data about the characteristics of Islamic organization culture at University of Muhammadiyah Malang. The research subjects are: (1) university board; (2) deans; (3) employees. Moreover, the qualitative data analysis techniques in this study uses 3 (three) analyzes, namely: data reduction, data presentation, and conclusion. The results of this study indicate that perceptions of Islamic organizational culture can be seen from the perception of university board, lecturers and employees on the value of leadership, norms and management practices, stories and figures, traditions and rituals, as well as perceptions on symbols. It can be concluded that the characteristics of Islamic organizational culture include: (1) Shiddiq (truthfulness) to achieve personal excellence that is honest, transparent, and accountable, (2) Amanah (trustworthiness) to achieve inter-personal capital that is unprejudiced and commitment, (3) Tabligh (advocacy) to achieve visionary and communicative leadership that is communicative and open, (4) Fathonah (wisdom) to achieve professionalism and technical leadership that is smart, competent, and innovative.

scholarly journals Organizational Learning and Motivation: Assessing the impact on Employee Performance

2016 ◽  
Vol 5 (2) ◽  
pp. 355 ◽  
Author(s):  
Puja Sareen ◽  
Parikshit Joshi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Employee Motivation ◽  
Primary Data ◽  
Hygiene Factors ◽  
And Performance ◽  
The Impact

<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>

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